3 Table of Contents Preface... 1 Executive Summary... 3 Purpose of the Study... 3 Study Design... 3 Literature Review... 3 Key Findings... 4 What It s Like to Be a New Teacher... 4 Supports Available at the School Level... 4 Supports Available at the District Level... 5 Underemployment and Insecure Employment... 5 A Cycle of Overwork... 5 Importance of Collaboration... 5 Challenges Facing Remote Schools... 5 Conclusions... 6 Future Directions... 6 Background... 7 Why Study Beginning Teachers?... 7 Teacher Supply, Demand and Attrition in Alberta... 8 Characteristics of Beginning Teachers... 8 Effective Teacher Induction... 9 Study Design Pilot Study Longitudinal Study Study Sample Data Collection Data Analysis Sample Attrition Findings Working Conditions Changes in Working Conditions Over Time Working Conditions and Relationships Attractiveness of Teaching as a Career Development of a Professional Identity The Role of Feedback in Teacher Growth Feedback from Administrators Evaluations The Importance of Setting Boundaries i

4 Relating to Veteran Teachers Gaining Acceptance as a Professional Developing Respect for Veteran Teachers Mastering the Art of Teaching Developing a Style of Practice Learning to Set Priorities Learning Organizational and Time-Management Skills What New Teachers Value Most Synthesis and Analysis: Key Themes Achieving a Work Life Balance Value of Preservice Preparation Employment Stability Leaves of Absence Mobility Impact of Employment Instability on Professional Growth Difficulty Attaining a Continuing Contract Effective Induction Practices Importance of a Multifaceted Approach Most Effective Induction Practices School-Level Support District-Level Support Conferences and Off-Site Professional Development Ongoing Professional Development A Hierarchy of Needs Navigating School Politics Status Hierarchies in Schools The Role of Administrators Conclusion Induction from a Systems Perspective Improving Induction Practices at the System Level Breaking the Cycle Impact of Induction Practices on Teachers Who Stay Are Great Teachers Still Waiting for Jobs? Accurate Attrition Data Is Difficult to Establish Maternity Leaves and Parenting The Challenges of Implementing an Induction Program Looking Ahead References ii

5 Teaching in the Early Years of Practice 1 Preface This publication reports on the final year of a unique five-year longitudinal study of beginning teachers that the Alberta Teachers Association embarked on in The study was designed to answer three questions: 1. Can the sources of attrition within the first five years of teaching be determined? Why do teachers leave and where do they go? 2. To what extent are mentorship programs and other induction practices being used in Alberta schools and how effective are they? 3. How do working conditions and school cultures affect early-career professional development? J-C Couture, who oversees the Association s research projects, coordinated the study, which was undertaken by lead researcher Laura Servage and assistant researcher Jamie Beck, both doctoral candidates at the University of Alberta. As in previous years, data was collected by means of 15- to 30-minute telephone interviews with study participants. Of the 135 original participants, 89 took part in the final year-five interviews a relatively modest attrition rate considering the extended period that the study covered. At the end of year five, the researchers were also able to determine the employment status of 125 of the original 135 participants. In addition to asking a number of standard questions designed to measure changes over time, the researchers introduced some new questions in the year-five interviews that were intended to explore certain themes that had emerged from the earlier data. In year five, the researchers supplemented data from the standard telephone interviews by organizing two focus groups and conducting extended telephone interviews with 10 participants. The focus groups and extended interviews invited participants to reflect on their five years of teaching and to discuss other factors that had shaped their professional identity. In addition to tracking overall trends, the study offers a unique glimpse into the lived experiences of the early-career teachers who have shared their stories with the research team over the past five years. The study suggests that beginning teachers embark on teaching with enthusiasm and hope and look forward to a fruitful career that will enable them to make a positive impact on the lives of students. Although certain experiences dampened their expectations over the five years during which they were tracked, participants generally remained committed to the profession and to enhancing the lives of students. The study highlights the intense emotional and intellectual work involved in teaching and identifies the key factors that influence and shape the early years of practice. I hope that this study will encourage education partners to work together in supporting the early-career development of Alberta teachers. Gordon R Thomas Executive Secretary

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7 Teaching in the Early Years of Practice 3 Executive Summary Purpose of the Study Commissioned by the Alberta Teachers Association (ATA), this five-year longitudinal study of beginning teachers in Alberta schools was initially designed to answer two major questions: (1) Why do so many early-career teachers leave the profession? and (2) Where do such teachers go? As it evolved, the study yielded insights into the following additional topics: The gap between the support that schools and school boards currently offer new teachers and the kind of support that new teachers would like to receive The specific ways in which the culture of a school can make new teachers feel either welcome or professionally isolated The qualities and behaviours that new teachers value in both informal and formal mentors The stages through which new teachers develop as they gain self-confidence, acquire skills and forge professional identities The factors that determine whether beginning teachers will either perpetuate the trial by fire that they may have experienced when they began teaching or break the pattern by choosing to nurture succeeding generations of beginning teachers The factors that enable most beginning teachers to secure stable continuing contracts and that launch others (a significant minority) on an unstable career trajectory The challenges that beginning teachers experience in maintaining a work life balance Study Design The study sample consisted of 135 beginning teachers who were drawn randomly from the approximately 850 teachers who participated in a Beginning Teachers Conference that the ATA organized in the fall of The sample was representative of the provincial teacher population in terms not only of gender (83 per cent of participants were female and 17 per cent were male) but also of geography (all convention areas were represented as well as urban, rural, remote and semirural settings). Although a number of participants dropped out over the course of the study, 89 of the original 135 teachers participated in all years of the study. Furthermore, the researchers were able to track 125 of the original 135 participants to determine if they had moved and whether they were employed. Data for the study came from three sources: 1. Telephone interviews: Each year, the researchers conducted telephone interviews with participants. These 15- to 30-minute interviews included both closed- and open-response questions. Interviewers documented the responses using a standardized survey form. 2. Focus groups: In years four and five of the study, the researchers organized a total of five focus groups that involved 18 participants. These focus groups explored such emerging themes as career paths, early-career learning, professional identity and the kinds of support that participants had received from colleagues, administrators, school districts and the ATA. 3. Individual extended interviews: In year five, the researchers conducted extended individual interviews with 10 participants who were selected to represent the range of career trajectories that participants had experienced. Literature Review In conjunction with the study, the researchers reviewed the literature on early-career attrition, the experiences of new teachers and the efficacy of various induction practices. This review yielded the following findings: Early-career attrition rates are difficult to measure. Among the major causes of early-career attrition

8 4 Teaching in the Early Years of Practice are low salaries (an issue more evident in the United States than in Canada), inadequate preservice preparation (again, a greater concern in the United States than in Canada), difficult working conditions (particularly in underresourced schools) and professional isolation. Effective induction programs include mentorship, collaboration with skilled colleagues and classroom-based observations that involve both formative and summative feedback. An effective way of lessening stress for beginning teachers is to reduce the volume and complexity of their assignments. The tone of a school, including the attitudes of experienced colleagues toward new teachers, is largely determined by the administration. The size and composition of the school staff play a major role in determining how much support is available to new teachers. New teachers benefit from having ready access to colleagues who teach the same grade and/or subjects. The notion that new teachers should sink or swim is deeply embedded in the teaching profession despite compelling evidence that such an approach drives some promising new teachers out of the profession altogether and negatively affects the careers of many who stay. Key Findings What It s Like to Be a New Teacher Study participants varied greatly not only in the amount of support that they received but also in the self-confidence, resourcefulness and persistence they themselves exhibited in their first years. Despite these differences, participants generally agreed that what they most wanted during their initial years of teaching were the following conditions: A stable teaching assignment that would give them a sense of community and enable them to build on their past learning experiences A safe environment in which colleagues would seek them out, offer support and answer their questions A supportive administrator capable of communicating his or her expectations clearly Orientation to the school s norms, routines, rules and idiosyncrasies A manageable teaching assignment and reasonable limits on extracurricular expectations Ample formative feedback from colleagues and administrators Transparency in hiring criteria and hiring practices During their first years of teaching, beginning teachers experience periods of intense overwork. By years four and five of the study, many participants were pulling back due to exhaustion and family commitments, leaving novice teachers to pick up the demands. The study suggests that some school boards and administrators may regard the energy and enthusiasm of new teachers as expendable resources rather than as enduring assets to the school community. Even with excellent supports in place, new teachers need time and experience to grow professionally. Colleagues and administrators can help in this process by allowing new teachers the freedom to experiment, learn from mistakes and successes, and develop a unique and authentic professional identity. Supports Available at the School Level Generally, new teachers rely on their administrators to provide them with instructional leadership, help them with classroom-management issues and support them in dealing with parents. New teachers want to feel that they have the backing of their administrators who, as several participants observed, set the tone for how colleagues treat one another. According to participants, mentorship initiatives in schools tend to be hit and miss. For one thing, not all mentors have the desire or the skills required to provide new teachers with the support they need.

9 Teaching in the Early Years of Practice 5 Furthermore, some schools, especially small ones, do not have other teachers available to mentor who teach at the same grade level or in the same subject area as new teachers. Nonetheless, mentorship is enormously important to new teachers. Participants who did not have mentors or whose assigned mentor did not work out did their best to forge informal mentoring relationships. Beyond mentorship, among the simple but oftenneglected site-based supports that new teachers want are a thorough orientation to the school, a clear explanation of what is expected of them and a designated staff member who can answer their questions and provide them with support. Supports Available at the District Level Aware that supporting new teachers is important, many school boards in Alberta are offering mentorship programs and other district-level initiatives to orient new teachers and provide them with structured professional development to meet their needs and priorities. Districts can best support new teachers by (1) offering them targeted professional development after the first four to six weeks of the school year on such topics as assessment practices, working with parents, and district policies and procedures; (2) providing mentors with support and training; (3) creating opportunities for new teachers to meet one another; and (4) arranging for new teachers to collaborate with more experienced teachers who share their areas of specialization. Underemployment and Insecure Employment Approximately 10 per cent of participants, through no choice of their own, were still underemployed by the end of the study. A substantial minority of participants had difficulty obtaining continuing contracts, and a number remained insecurely employed. Participants who had become parents during the course of the study and did not have a continuing contract to return to were especially at risk of remaining insecurely employed. Many participants reported that their school board s hiring and evaluation practices lacked transparency. Because they could not get clear answers about what they needed to do to improve their chances of gaining a contract, a number of participants became frustrated and discouraged. Such discouragement can lead new teachers to leave the profession. A Cycle of Overwork Some schools continue to subscribe to the notion that rookie teachers should be made to pay their dues by taking on difficult teaching assignments and doing more than their fair share of extracurricular work. In their first years, many participants were afraid to decline these requests because they felt that doing so might jeopardize their chances of securing a contract. By the last years of the study, however, some participants had become less willing to participate in extracurricular activities, arguing that, just as they had had to earn their position, so new teachers coming into the system should do the same. Thus the cycle was perpetuated. Importance of Collaboration Although the culture of many schools has teachers working in isolation much of the time, most participants expressed the view that collaboration and reciprocity, because they are foundational to a teacher s professional growth, should be the norm. Many participants reported that they had made a point of supporting new teachers who had started after them, thereby establishing a virtuous induction cycle to counter the cycle of overwork noted above. Challenges Facing Remote Schools Alberta Education (2010b; 2012) reports that rural and remote districts have difficulty attracting and retaining teachers. The current study suggests

10 6 Teaching in the Early Years of Practice that sparsely populated regions, where economies of scale are generally lacking, also have difficulty bringing teachers together for collaboration and mentorship. Participants from rural and remote areas appreciated the efforts that their districts made to organize professional development days at which they could meet other teachers in the district. In some cases, Alberta Initiative for School Improvement (AISI) funding had been used to sponsor peer-coaching initiatives and other opportunities for beginning teachers to collaborate. Conclusions Although some studies have reported attrition in the first five years of teaching to be as high as 50 per cent, the rate of attrition in the study group was considerably lower. However, a relatively low attrition rate does not mean that all is well. Rather, the study suggests that many schools not only have poor induction practices but also tend to overload new teachers with difficult assignments and extracurricular activities. Although teachers who experience these circumstances may remain in the profession, their early experiences may negatively affect their resilience and professional growth for years to come. Furthermore, questionable hiring practices may leave some qualified and motivated teachers languishing in substitute teaching and temporary contract positions for many years or cause them to leave the profession altogether. The study also suggests that beginning teachers value collaboration and are working to ensure that collaborative professional development becomes the norm in their schools. According to participants, many schools and districts are recognizing the needs of beginning teachers and are working to implement and improve induction practices. The study reinforces the importance of providing beginning teachers with an induction that is comprehensive and that is integrated into ongoing, shared professional learning for all teachers. The culture of a school is extremely important. Attempting to implement induction initiatives in schools in which staff believe that beginning teachers should sink or swim is largely futile. What is needed is a broadbased induction initiative that provides professional development not just for novice teachers but also for administrators and mentors. The research literature contains a wealth of information on how to establish induction programs for new teachers. This study affirms the validity of many of the suggested strategies. Future Directions The study suggests that additional research and development is needed on the following topics: District-level initiatives to track and improve hiring and evaluation practices. Many good teachers fall through the cracks because they cannot get contracts, and too many new teachers are obtaining continuing contracts on the basis of very limited evaluation. The mobility and stability of early-career teachers. A large-scale study is needed. Strategies for sharing research and exemplary practices with respect to induction, both within and between districts. The unique challenges facing rural schools, schools in remote areas and schools serving highneeds populations. The development of staged professional learning models that recognize the unique learning needs of beginning teachers.

11 Teaching in the Early Years of Practice 7 Background Why Study Beginning Teachers? The ATA has participated in Alberta Education s Teacher Workforce Planning Committee since One reason that the department established this committee was to examine concerns that many Albertans trained as teachers are either not entering or not staying in the teaching profession. To explore these concerns further, the ATA decided to embark on a beginning teachers study. The original intention of the study was to answer two key questions: (1) If new teachers are leaving the profession, where are they going? and (2) Why are they leaving? The last few years have seen an increase in research on teachers early professional years (Glassford and Salinitri 2007; Ingersoll and Smith 2004). A number of factors have contributed to the increased interest in this topic. First, the extensive retirement of senior teachers and administrators is producing a shortage of teachers and school leaders in some areas (Johnson, Harrison Berg and Donaldson 2005; Strong 2005; Whisnant, Elliot and Pynchon 2005). 1 Second, the United States and, to a lesser extent, Canada are experiencing high attrition rates among new teachers (Alberta Education 2012; Goddard and Foster 2001; Glassford and Salinitri 2007). Third, approximately three decades of school-improvement research and the more recent emphasis on accountability in public education have shone a spotlight on the quality and effectiveness of teachers (Ingersoll and Smith 2004). Indeed, some authors (OECD 2005; Whisnant, Elliot and Pynchon 2005) have argued that the most significant determinant of student learning is the effectiveness of the teacher. Whisnant, Elliot and Pynchon (2005) cite compelling evidence that retaining beginning teachers results in a considerable cost benefit. For one thing, recruiting, hiring and training new teachers is an expensive undertaking. Furthermore, high turnover damages stability, cohesion and morale in a school community (Ingersoll and Smith 2004, 32). Johnson, Harrison Berg and Donaldson (2005) observe that students pay indirectly for high turnover and attrition, noting that students in schools with high staff turnover rates tend to be taught by a succession of novice teachers who lack the teaching skills and refinements that experience brings. The authors also note that losing new teachers affects the system as a whole by diminishing institutional memory, weakening collegial relationships and eroding leadership capacity. Researchers have come up with at least three possible explanations as to why some new teachers leave the profession shortly after embarking on their career, whereas others carry on: 1. Working conditions: Many studies link attrition to difficult working conditions and weak or absent induction practices. Such studies often go on to examine local conditions and the policies they produce. 2. Characteristics of teachers: Some studies suggest that personal characteristics like resilience, efficacy, motivation, racial background and socioeconomic status have a role in determining whether a teacher perseveres or leaves the profession. Related studies suggest that the quality of preservice preparation has an impact on early-career attrition. 3. Demographics and policy analysis: Still other studies look at teacher attrition as a function of broader government and institutional policies, population demographics and labour-market conditions. 1 Kardos and Johnson (2007) argue that school culture is a much more important factor than demographics in contributing to staff shortages. However, shortages tend to occur in schools in which teaching is more difficult (such as those having many high-needs students and those serving poorer communities). Schools in impoverished urban neighbourhoods and in isolated rural communities have difficulty attracting and retaining teachers.

12 8 Teaching in the Early Years of Practice Researchers in the current study have kept an open mind with respect to these various approaches, being careful not to accept any one explanation as more valid than the others. In reality, beginning teachers probably leave the profession for a variety of complex and interrelated reasons: personal, interpersonal, institutional and political. Focusing on one explanation for early attrition say, school culture and other immediate local conditions can cause one to underestimate the impact of other factors such as systemic structural conditions. For example, attrition rates are consistently higher in schools that are geographically isolated and/or in which the student population consists mainly of poor, visible-minority students whose first language is other than English. At the same time, provincial and district policies and budgets determine not only teachers working conditions, classroom composition (the proportion of English as an additional language [EAL] and students with special needs, in particular) and class size but also the curriculum and the extent to which standardized tests are used to assess student progress. Focusing solely on school culture or on the characteristics, skills and training of individual teachers, in other words, can blind one to the broader systemic factors that may also affect teacher-attrition rates. Teacher Supply, Demand and Attrition in Alberta The challenge will be to promote career opportunities in northern and rural communities, as competition for teaching positions in Alberta s metro regions is extremely high. As a result, graduates who wish to work as teachers need to be open to the possibility of moving to smaller, rural or northern communities. Alberta Education 2012 When Alberta Education launched its teacher workforce planning strategy in 2010, it observed that the province s labour markets were being affected by such factors as an aging population, increasing urbanization, a shortage of skilled labour and an increasingly diverse population. Among the challenges affecting public education were a shortage of teachers in rural and remote school districts and the under-representation of First Nations and visible minorities in the teaching population. Additional concerns included (1) a decline in the number of male teachers; (2) the difficulty of attracting and retaining teachers in such fields as early childhood education, second language studies, and career and technology studies; and (3) an estimated attrition rate of 25 per cent among teachers within their first five years (Alberta Education 2012). To address the high attrition among new teachers, Alberta Education implemented a provincewide induction program, a major component of which is mentorship. Pilot induction programs are now under way in 11 northern school districts, and Alberta Education has been working with an advisory council on which the ATA is represented to develop a framework for the induction program. Characteristics of Beginning Teachers New teachers consistently experience praxis shock, the challenge of coping with classroom realities for which preservice training has not adequately prepared them (Goddard and Foster 2001). One of the goals of preservice education is to try to mitigate praxis shock (Anagnostopoulos, Smith and Basmadjian 2007). The teaching profession is not kind to novices: beginning teachers are expected to undertake the same responsibilities as veteran teachers while adapting to their new work environment (Casey and Childs 2007; McCormack, Gore and Thomas 2006). Because many new teachers start their careers under temporary contracts, school administrators and staff may be reluctant to invest time, energy

13 Teaching in the Early Years of Practice 9 and resources into what they consider transient staff members. New teachers tend to be on their best behaviour when working under temporary and probationary contracts. Study participants reported that, in order to increase their chances of obtaining a continuing contract, they had taken on unreasonable workloads, avoided asking for help and made sure that they did not rock the boat. These behaviours, coupled with weak, erratic or absent feedback structures, can create a situation in which new teachers are constantly off balance, unsure what colleagues, administrators, parents and students expect of them. Identifying his or her strengths, weaknesses and philosophies is a significant focus of a beginning teacher s learning (Clandinin and Connelly 1996; Goddard and Foster 2001; Hong 2010). The literature suggests that a teacher s evolving professional identity gradually manifests itself in more or less effective practices and, ultimately, in the teacher s effectiveness as a professional (Day and Gu 2010). Because identity work is neither visible nor urgent, it receives little explicit attention during teacher induction. The findings of the study corroborate what the literature suggests: new teachers spend a great deal of time grappling with such major concerns as mastering classroom management and learning to communicate with parents (Melnick and Meister 2008). Participants reported spending the preponderance of their time as new teachers locating resources, planning lessons and building relationships with colleagues. Although a reduced workload would permit new teachers to reflect on and refine their learning, the reality is that they are usually assigned the same duties as experienced teachers. As a result, beginning teachers have what might be called survival or basic learning needs. The learning needs of beginning teachers are described in more detail later in the section entitled A Hierarchy of Needs. Most induction programs are designed to elicit specific practice and behaviour outcomes from participants. Furthermore, they generally focus on the first year or two of practice and give little attention to helping teachers develop ongoing professional habits (Levin 2003). However, the current study suggests that, while new teachers have professional development needs distinct from those of their more experienced colleagues, these needs should not be construed as constituting a distinct stage of professional learning. Indeed, as they gained experience, many study participants came to the conclusion that professional learning is an ongoing process. Effective Teacher Induction Induction is a system-wide, coherent, comprehensive training and support process that continues for two or three years and then seamlessly becomes part of the lifelong professional development program of the district to keep new teachers teaching and improving toward increasing their effectiveness. Wong 2004 The extensive literature on effective induction practices sheds considerable light on the conditions that foster the professional growth of new teachers (Glassford and Salinitri 2007; Howe 2006). Experts agree that the best induction programs are multifaceted, offering supports in multiple ways and in multiple contexts. The literature also suggests and this study confirms that good induction programs contain the following components: Mentorship: Although it is the cornerstone of an effective induction program, mentorship, in and of itself, is not sufficient to meet new teachers needs (Ingersoll and Smith 2004; Wong 2004). Mentorships are more likely to be successful when the mentor is genuinely committed to the relationship, when both parties teach the same grade or subject, and when the mentor and protegé have regular embedded professional development time to work together. Mentors also need support and professional

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